Sl.

No KRA Statement

Operational Excellence

1 Run Service as an independent profit center

2 Manage Inventory along with Parts and Procurement Team

2 Build and implement strategies for long term customer loyalty

3 Manage Internal Processes

4 DICV Relationship Management

5 People Management
 KPI

Achieve set target on labour, part and turnover

Achieve set target on market coverage

Meet Customer Expectation

Startegize for customer delight

Manage receivables

Cost Optimization

Quality Optimization

Retention strategies

Rewards and recognition

 Measuring Index

On-time parts delivery; Clearance of bills and outstanding;

Manpower productivity

Attrition
 Area M
SL. No. KRA Statement

1 Achieve volumes in the asigned region

Achieve targeted market coverage in the

2 assigned region

Regular customer meetings for further scoping of

3 sales and service

4 Ensure quality consistancy

Set targets for individual locations on set

5 parameters

6 Resolving customer complaints/ grievances

Update market developments periodically to the

7 team members
 Area Manager - CS
KPI
Achieve target volume on labour, parts and turnover
Manage bay productivity

Strategize for better market coverage

Be aware of the competetion

Create customer profiles

Regularly track customers
Ensure customer satisfaction
Complete knowledge on DICV policies and procedures and timelines pertaining to
commercial vehicles

Benchmark good service practices

Train teams on good service practices

set targets on volume on labour, parts and turnover

Communicate with the relevant departments for planning and forecasting
Act as a SPOC for handling critical issue
Timely communication of right information to the customers
Facilitate team work for solutioining

Identification of the competitors key areas that needs tracking - Price and Promotion
Ideate and apply better strategies for better revenue
 Measuring Index
Numbers/ Units
Productivity % = Hours Clocked / Hours Charged x 100; Abseentism/ week owing to medical reason

Better sales closure rate; Less drop of customers pre-closure

Better market coverage rate

Better recommendation rates

Customer Satisfaction Scores
Frequency of purchase

Customer complaint for wrong information/ wrong timeline communication

Create benchmarking reports for department to compare departments goals and metrices with overall
progress and performance
Number of trainings/ quarter and their effectiveness; Feedback by the leadership team

Number achieved/ team

Delay in SDD/ Loss of sales owing to lack of model/ inventory
Adherence to TAT for problem resolution
First Time Resolution Rate

Loss of sale to competitions

Drop in frequency of buying
Sl. No KRA Statement

1 Achieve volumes in the asigned region

2 Achieve targeted market coverage in the assigned region

3 Regular customer meetings for further scoping of sales and service

4 Ensure quality consistancy

5 Set targets for individual locations on set parameters

6 Resolving customer complaints/ grievances

7 Update market developments periodically to the team members

KPI

Achieve target volume on labour, parts and turnover

Manage bay productivity

Strategize for better market coverage

Be aware of the competetion

Create customer profiles

Regularly track customers

Ensure customer satisfaction

Complete knowledge on DICV policies and procedures and timelines
pertaining to commercial vehicles

Benchmark good service practices

Train teams on good service practices

set targets on volume on labour, parts and turnover

Communicate with the relevant departments for planning and forecasting

Act as a SPOC for handling critical issue

Timely communication of right information to the customers

Facilitate team work for solutioining

Identification of the competitors key areas that needs tracking - Price and
Promotion

Ideate and apply better strategies for better revenue

Measuring Index

Numbers/ Units
Productivity % = Hours Clocked / Hours Charged x 100; Abseentism/ week owing to
medical reason

Better sales closure rate; Less drop of customers pre-closure

Better market coverage rate

Better recommendation rates

Customer Satisfaction Scores

Frequency of purchase

Customer complaint for wrong information/ wrong timeline communication

Create benchmarking reports for department to compare departments goals and
metrices with overall progress and performance

Number of trainings/ quarter and their effectiveness; Feedback by the leadership team

Number achieved/ team

Delay in SDD/ Loss of sales owing to lack of model/ inventory

Adherence to TAT for problem resolution

First Time Resolution Rate

Loss of sale to competitions

Drop in frequency of buying

 AGM - Parts
SL. No. KRA Statement

Planning and Forecasting along with key

1 teams to create Parts Stock

2 Manage Parts Inventory

3 Record and track Part sales and repair work

4 Track record of part warranties

Timely communication with DICV for DICV

5 Parts Orders

6 Quality management for Non-DICV Orders

7 5-S Audit
 AGM - Parts
KPI

Liaise with relevant departments for planning and forecasting

Record sales forecasting data for tracking and analysis

Ensure 1 month stock availibility

Track obsolescence
Record day-supply
Maintain daily record for parts sales via retail

Maintain daily record for parts sales and service via workshop
Record warranties

Communicate to relevant departments with information on

due/ renewals dates

Maintain tracker on DICV parts orders

Communicate with relevant department of budgetary

requirements

Identify, track, and resolve the product issues(if any) before

products are delivered to the customers
 Measuring Index

Loss of sales/ service owing to unavailability/ delay of parts/ model

Variance between forecast and demand

Day Supply - Calculates how many days the dealership can sustain based on
current in-stock inventory and sales performance

Obsolescence Value - Value of inventory with no recent usage/ total

inventory value = obsolescence % rate

Inventory Turnover Ratio

Sales Mix (Total sales of types/total parts sales)

% Roll-over of customers to competitors for VAS

Loss of sale owing to non-availability of parts ; Customer complaints owing
to non-availibility of Parts

Inflated or deflated P&L forecast; errors detected by relevant department

towards managing cash-flow

Customer complains/ product replacement request owing to poor quality

 Warranty Administrator/ Coordinator//Incharge/Warranty Executi
SL. No. KRA Statement
Review and file documentation as required by
1 DICV

2 Track all recalls and announcements

3 Timely processing of warranty claims

4 Weekly audits of warranty and schedules

3 Reconciliation of all warranty recievables

Maintain customer records as required by the

4 warrantor

Review repair needs for warranty coverage and

5 payments

6 Train, mentor team

Warranty Administrator/ Coordinator//Incharge/Warranty Executive/GET
KPI

Review payment eligibility against DICV guidelines

Review warranty claim documentation for completeness and accuracy

Collaborate with zones to implement corrective/ preventive actions as
and when needed
Check repair orders against vehicle service history to avaoid claim
dupication

Review
ecutive/GET
Measuring Index
 PDI In Charge / Executive
SL. No. KRA Statement
Adhere to vehicle pre-delivery requisite as specified by
1 DICV

2 Adhere to health and safety policies

3 5S - Implementation

4 Compliant to regulations pertaining to waste disposals

5 Customer interaction
PDI In Charge / Executive
KPI Measuring Index